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At UBIQUE we have realised that growing in this competitive environment is always going to be difficult unless we are able to align ourselves to the needs of the industry. To ensure this we realise that we need to work closely with the business community and get enough attention from the end clients as well as from the established IT companies.

We intend to collaborate with the established IT companies and also the customers as we firmly believe that such collaborations offers the promise of realising long-term goals by working better internally and with partners.

Using IT as one the important s levers and dividing IT into demand and supply we hope to help our collaborators realize the full potential of their IT investments.

We believe that many companies, in their zeal to improve IT's ability to meet business needs, have brought teams of IT developers into the business units they serve, even as those companies are centralizing the larger core of basic IT services. While moving IT into the business helps to align development efforts with business goals, it also has the unfortunate consequence of fragmenting IT developers across business and functional units, so coordinating and prioritizing projects becomes harder. Most of our consultants have voiced that often in two business units separate teams, using different vendors and technologies, may simultaneously be creating similar applications and though business units may be satisfied with the short-term results, but the company as a whole may suffer from high development costs, poorly managed performance, and difficulties deploying cross-group functionality.

It is in this area that we feel, despite being a small team; our approach will be instrumental in addressing this concern very effectively by being upright and honest with our collaborators. As there are no surprises and absolute transparency maintained we are quite sure that we would be able to work with more entities over a period of time.

As we do not want to compete but collaborate with both the IT companies and our customers we are sure that this approach will have accpetance from all.

We believe that this model will also work at the other end of the spectrum where companies that have focused on efficiency through centralization have struggled with agility and speed in developing applications. It has been observed that business units can become frustrated by long delays in the deployment of needed capabilities, and IT may be viewed as an unresponsive bureaucracy, a black hole for business requests. This is where our offerings can make a visible difference in performance keeping budget and time in mind.

This approach can help companies achieve both agility and efficiency in application development. Some leading-edge companies are disaggregating the problem by splitting supply from demand. They create both IT supply units (such as centers of excellence or shared application-development groups) and demand units that act as tech-savvy intermediaries between the business and IT to coordinate requests across business units. In this model demand units typically reside within IT, officially reporting to the CIO, although they have responsibilities to the business and IT and may be run by both jointly. They work closely with each business to understand its needs and opportunities. They then work with IT suppliers—in some cases, internal application-development teams, in others outsourced providers—to translate the business's needs and opportunities into specifications for new IT projects.

UBIQUE would like to position itself as an effective IT supplier in thius case to achieve the desired results for its collaborators. Obviously creating this kind of demand management offers several advantages. First, it introduces internal market discipline by providing the business units with expert buyers—tech-savvy managers who combine an intimate understanding of client needs and a familiarity with the supply market.

A second benefit of this structure is better coordination of requests from various business units. As a result the demand managers can purchase IT services and supplies in larger volumes, increasing the efficiency of a company's IT resources, avoiding duplication, and encouraging standards and reuse. The near-term benefits include better coordination and prioritization of efforts; the longer-term benefits include faster deployment of enterprise-wide capabilities and a well-defined technology road map.

Furthermore in this model, because the IT suppliers, whether internal or external, are working with a more technologically savvy customer, the speed and quality of delivery improve. At UBIQUE we want to split our supply and demand organizations ito improve our customers' satisfaction significantly within a short span of time. This can happen largely because the demand organization, as a well-prepared customer advocate for the business, could work more effectively with us.

Not only to UBIQUE but in this model benefits accrue to our consultants as well. We feel when developers are consolidated into fewer supply organizations, centered on their expertise, professional development improves and broader career paths become available to them, who also like working with more technically sophisticated customers.

Our early work with some companies has allowed us to identify several factors for success in setting up demand-management and supply organizations. First, companies must understand the common ways to manage demand, as well as how the new organization can improve them. Also, the new organization should be structured correctly and must get the right type of talent into the important new roles. Demand managers must understand the business processes of the internal customer and the capabilities of UBIQUE. Aligned with the business units and processes, demand managers should be made accountable for fulfilling business requirements. Finally, the demand organization should be centralized to coordinate demand requests across various parts of the company while managing UBIQUE from in-house staff.
Some of the key factors to get this model correct are:
  • Getting demand right
  • Align demand organizations with the business units
  • Let demand organizations own business processes
  • Give demand organizations a mandate to rationalize demand
  • Empower demand organizations to manage suppliers
  • Adapting processes to the new model
Under this model we can provide the following services:
Application Services:
  • Application Development & Maintenance
  • Large Projects
  • Performance Engineering
Technology Suite Solutions:
  • Java Technologies
  • Microsoft .Net
  • Open Source & Linux
Business Solutions:
  • Business Intelligence
  • Customer Relationship Management
  • eCommerce
  • eLearning
  • Enterprise Application Integration
  • Enterprise Resource Planning
  • Oracle
  • Peoplesoft
  • SAP
  • Knowledge Management
  • Supply Chain Management
Enterprise Solutions:
  • Call Management Solutions
  • eSecurity
  • Master Data Management
  • Mobile Computing
  • RFID